Equip high impact leaders 4 Ps Leadership Framework

Equip high impact leaders 4 Ps Leadership Framework Briefing Document July 2014

Document Purpose and Contents Document Purpose Provide a briefing that introduces the 4 Ps Leadership Framework, its role at WFP and the rationale for what has been included. Contents: Topic Page The 4 Ps Leadership Framework 3 How the 4 Ps Leadership Framework will be used 5 How the 4 Ps Framework was developed 9 Benchmarking of the Framework against internal and external models and best practice 18 2

The 4 Ps Leadership Framework 3

“ 4 Ps” Leadership Framework • • Purpose Partnership Align individual purpose to WFP’s Mission Lead across boundaries to deliver the best for our beneficiaries Understand & communicate the Strategic Objectives Make our Mission visible in everyday actions Be a force for positive change Make the Mission inspiring to our team • • Connect and share across WFP units Build strong external partnerships Be politically agile & adaptable Be clear about the value WFP brings to partnerships People Performance Enable our people to be the best that they can be Deliver practical, sustainable solutions to achieve WFP’s Mission Create an “I will”/”We will” spirit Look for ways to strengthen people's skills Create an inclusive culture Be a coach & provide constructive feedback • • Encourage innovation & creative solutions Focus on getting results Make commitments and make good on commitments Be decisive 4

How the 4 Ps Leadership Framework will be used 5

What is the Purpose of the 4 Ps Leadership Framework What’s in it for the Organisation? • Clear and explicit set of expectations for leaders at WFP • Provide a solid integrating framework across all phases of the employee lifecycle that HR processes can align to over time (e. g. Career Development Framework, Succession Planning, Performance Management) • Create a framework to develop leadership and management capability at all levels to deliver our strategic objectives What’s in it for the Individual? • Clear and explicit set of expectations: – As a leader at WFP – what is my role; how can I contribute to the performance of the overall organisation? – As a staff-member what can I expect from my leader? • Provide a common framework that leaders can align to and hold themselves accountable against in day-to-day interactions 6

How could the 4 Ps Framework align with existing People Processes The 4 Ps can become an integrating framework across all phases of the employee lifecycle over time. Some examples of points at which the framework could be integrated include: 1 HIRE • Make hiring decisions based on capability against each of the 4 Ps 2 DEVELOP • Align Career Development Framework and Competencies to the 4 Ps • Align development programmes and initiatives to the 4 Ps 4 PERFORMANCE MANAGE • Consider performance against each of the 4 Ps during the performance management process for staff in leadership and management positions 5 REWARD • Align rewards decisions to measurement of performance against each of the 4 Ps 3 DEPLOY • Consider capability against each of the 4 Ps in reassignment and promotion decisions for leadership and management positions 6 ENGAGE • Align the GSS engagement survey to the 4 Ps 7

How will the 4 Ps Framework be used by the Equip High Impact Leaders Programme? The 4 Ps Leadership Framework is one of three core elements used to shape our thinking for this programme and will provide the structure for the programme development content: WFP’s Strategic Plan 1 2 4 Ps Leadership Framework the areas that leaders need to operate across WFP’s Leadership Point of View Leadership Statement that describes the context for Leadership at WFP today WFP’s People Strategy Leadership Talent Analytics Culture Organization HR Strategy 3 Design Parameters Decision-points on how to deliver WFP’s Leadership Strategy Driven from HQ Origin ED Sponsor Driven from the field ASGs & Regional Directors Nominated Leader (from outside HR) EMG Owner HR Director Guidance Steering Group Blended learning featured: webenabled, virtual and experiential Leaders at all levels from all workforces Application for leaders who meet criteria Not directly integrated to HR processes Action-learning (70/20/10) for High -Potential Leaders Method Future Executive Leaders Audience Mandatory for leaders in critical roles Integrated with talent review and performance mgmt Participation Integration 8

How the 4 Ps Framework was developed 9

First we set The Three Pillars of Leadership Model as a foundation for considering the Qualities Required of Leaders at WFP The Three Pillars of Leadership model was the product of research into “How the best leaders actually lead” and developed from extensive assessment of the characteristics, behaviours, attitudes and mindsets that made for success in business, university and non-profit leaders. Three core roles that all leaders must play sit at the heart of the model: Visionary Evangelist: the ideagenerating and direction-setting that defines the organisation and its long-range goals Create a Compelling Vision Inspire Commitment Visionary Evangelist Lead Change Personal Grounding Relationship Builder: leveraging Cultivate & the energy and talent Retain Talent of others by; finding the right people, enlisting their support, building and motivating teams, resolving conflicts. Manage Performance Manager of Execution Catalyze Teams Manager of Execution: creating systems and structures through which the strategies can be implemented and the goals achieved. This entails; planning and prioritizing, managing costs, measuring progress and demanding accountability. 10 Source: The Three Pillars Of Leadership

Next we conducted a full review of all existing data sources: I) The Sentiment Analysis conducted during the People Strategy analysis The Sentiment Analysis had identified recurring themes, focus areas and key issues from internal and third party research papers. These were grouped into four areas: Leadership, Talent, Culture and Organisation. People Strategy Sentiment Analysis: 11

II) WFP’s strategy and organisational construct documentation This was a desk based review focussing on the language and vocabulary to ensure the leadership framework used a language that would resonate across WFP Strategic Plan 2013 -2017 Fit for Purpose – WFP’s New Organisational Design WFP Mission Statement WFP Competency Framework WFP People Strategy WFP Aspirational Values UN Competency Framework 12

III) Raw outputs from meetings with WFP leaders over the past 6 months These meetings included a Leadership workshop conducted with members of the EMG in October 2013, consultation workshops conducted during the development of the People Strategy in January 2014 and a programme kick-off workshop with the HR Director and Deputy HR Director in March 2014. This was a desk-based review to ensure that we based the Qualities on what we heard in our conversations with WFP Leaders and Staff to date. 13

We used word clouds to draw out recurring words and ideas Source: WFP Strategic Plan 2013 -2017 and WFP People Strategy Source: Notes from desktop review of WFP strategy organisational construct documentation Source: People Strategy Sentiment Analysis 14

And then created an initial draft which we reviewed internally within the project team and iteratively modified until it was ready for external review Throughout the process we continued to test the draft. . . v 0. 1 v 0. 2 v 0. 3 . . . against external best practice . . . for fit to WFP . . . against research at other non-profit organisations V 1. 0 v 0. 5 v 0. 4 15

We used the framework as a guiding structure for interviews and workshops to analyse the leadership and management needs at WFP We used a single version in interviews with the HR Leadership Team, briefings with Divisional Directors and workshops with around 40 HQ based professional staff members and 15 field based professional staff members. All three groups offered consistent feedback: • Simplify the titles • Add a fourth area relating to Partnership V 1. 1 Which we incorporated into an interim version we tested in interviews with Country Directors: V 2. 0 16

And then refreshed the framework maintaining the additional content area but introducing the idea of “ 4 Ps” to help make it more memorable We used the refreshed version in workshops with around 30 field based professional staff members (national and international staff), for interviews with further Country Directors and all Divisional Directors. We also tested it with the Capability Development Framework team and it with the HR Director and Deputy HR Director V 3. 0 Following these reviews we have amplified the WFP Mission in the framework and simplified some of the terminology to everyday language: V 3. 1 17

Benchmarking of the Framework against internal and external models and best practice 18

Why we are confident that four dimensions we have identified are the correct ones for WFP? Comparison with the 4 Ps Comments WFP Strategic Objectives People is not explicit (part of the People Strategy) UN Competency Framework Partnership is not explicit High Performing Leaders and Managers Partnership is not explicit Mindsets and Capabilities of Global Non-Profit Leaders Purpose and Performance are not explicit Who’s in charge here? Leadership in humanitarian operations Performance is not explicit WFP Strategic Objectives Source: WFP 1. 2. Save lives and protect livelihoods in emergencies ; Support food security and nutrition and (re)build livelihoods in fragile settings and following emergencies; 3. 4. Reduce risk and enable people, communities and countries to meet their own food and nutrition needs; Reduce undernutrition and break the intergenerational cycle of hunger. UN Competency Framework High Performing Leaders and Managers Leadership Ensembles for Global Non-Profits Who’s in charge here? Source: UN Source: Research Source: ALNAP Managerial Competencies: • Vision • Leadership • Empowering Others • Managing Performance • Building Trust • Decision Making Attributes of a High Performing Leader: • Taking initiative • Clarifying the strategic focus • Acting as an inspirational role model • Building teams • Creating buy-in • Developing structures, systems and processes • Making decisions • Holding people accountable Mindsets of Global Non-Profit Leaders: • Integrity • Humility • Passion • Respect • Entrepreneurial Spirit • Perseverance Key factors for Leadership success in humanitarian operations: • Clarity around the role of the organisation • Clarity around the role and responsibilities of individual managers • Clarity around information requirements • The support the leader receives from other managers Values • Integrity • Professionalism • Respect for Diversity Attributes of a High Performing Manager: • Building teams • Driver of results • Planning, prioritizing and maintaining focus • Acting as an inspirational role model • Making decisions • Coaching ability Capabilities of Global Non-Profit Leaders: • Cultural Dexterity • Listening and Dialogue • Network-Centric Collaboration • Foresight • Solution-Driven 19